中国有悠久的创新历史。李克强总理最近指出：创新能力体现一国综合国力与核心竞争力，中国发展到现阶段，更要把创新放在发展战略的优先位置。
　　麦肯锡公司最近撰文将各个行业的创新分为四大原型：客户导向型创新、效率驱动型创新、工程技术型创新和科学研究型创新，并称中国在前两项取得了领先，但在后两项仍处于落后状态。其实，创新还有第五个原型：政策和管理创新，也即第五个P。
　　客户导向型创新重点在产品（Product），效率驱动型创新重点是流程（Process），而为了支持二者的开展还需要建立合作关系（Partner Relations），而中国正在投入大量资金培养基于工程技术和科学研究的创新能力（Power）。但更重要的是，中国应该重视企业政策（Policy）的创新以及相应的整个管理体制的创新。如此，才能提纲挈领，发挥私营和国有企业的合力，优化和激发其他形式的创新，释放出创新企业的能量。

　　　　－威利•苏斯兰德

 

THE INNOVATIVE ENTERPRISE

HOW TO TRANSFORM A TRADITIONAL ORGANIZATION IN AN INNOVATIVE ENTERPRISE

Second Edition

创新时代传统企业的转型法则

　　（第二版）

 

WILLY A. SUSSLAND

[瑞士] 威利·苏斯兰德

 

The systemic acceleration of changes requires business leaders to review, and to rethink their management. They have to see where they stand, and they must show where their organization is heading for. The innovative enterprises excel in creating superior value with and for their significant stakeholders. To that effect, they innovate their products, and their processes. Occasionally, some organizations also innovate the relations with their significant stakeholders, and their business-model.

However, most of their innovation efforts remain focused externally, i.e. on the supply chain or on parts thereof. Whereas, internally, the traditional organizations remain tightly trapped in traditional tenets, which stymie their innovation-capabilities, and ultimately strangle their competitiveness.

The arrogance, the bureaucracy, and the complacency of some of the traditional organizations are serious handicaps in dealing with the unprecedented acceleration of systemic changes. And so, to achieve a quantum jump in organizational dynamics and performances, their leadership may have to innovate the management, and, in the process, align the external and of the internal modus operandi.

Organizations do not innovate, people do !

Innovations are made by people, with people, for people.

Programs of management innovation only achieve on average a 35% rate of success. To achieve better performances, the business leaders may have to innovate the way people think, the way they behave, and the way they act. To show their commitment to the innovation of the management, they should lift some of the deep rooted strategic and organizational constraints such as the following one.

Traditional organizations merely fixate their tangible resources while the innovative enterprises rely essentially on their intangible resources to foment innovation in their mobile, modular, and mutant organization.

The performance evaluation system is a key driver of each of the management functions that Deming summarized as . To be effective, this system must be clear, concise, and connective. Kaplan & Norton's "The Balanced Scorecard" evaluates the tangible and the intangible resources that form the value of the enterprise. Based on their model, I published a draft of the 5 in 2000, and then I published my lattice of the 5 2009, and its revision in 2014.  Please note that four out of the five consist essentially of intangible resources !

It is hard to drive actions with headings. And so, my model breaks down each of the 5 in 5 whose value can and should be estimated. Thusly, all levels and all functions can see how their and their networks are creating value on the relevant resource-components.

My work aims to help executives, consultants, and academics to prepare for systemic shifts. I cordially invite you to look up my Web site: www.willysussland.com.

You will see on my site a string of 0ver three dozen papers that I have published, and that are available for free download; an introduction to my last two books. My email address is shown on my site.

 

Kind regards, Dr. Willy A. Sussland 

 

 《创新时代传统企业的转型法则》的可贵之处在于，它是作者基于多年企业工作和创新管理经验写成的，具有很强的实践指导性和操作性，有利于我国企业在近期向创新型企业转变过程中加以借鉴。

　　What The Innovative Enterprise can be valuable is that it's wrote on the basis of author's years of work experience in enterprises and innovation management, and it has strong instructional and operational meaning, so it can help Chinese enterprises to use for reference in the course of the current transformation from traditional enterprises to innovative ones.

　　－周春彦 博士

　　　客座研究员，中国山东省科学院科技发展战略研究所

 

　　All his life, Dr. Willy Sussland practiced a systemic approach to planning, strategy and innovation.

　　He connects the dots, combines approaches and ideas but more so he highlights the role of the people in a system of innovation and development.

　　Prof. Gilbert Probst

　　Member of the Management Committee

　　World Economic Forum  

　　威利•苏斯兰德博士一生都在实践规划、战略和创新的体系性方法。

　　他发现了事物之间的联系，并将方法和理念相结合，但他更强调创新和发展体系中人的作用。

　　　　－吉尔伯特•普罗布斯特

　　　　　瑞士日内瓦大学教授

　　　　　世界经济论坛管理委员会成员

 

　　In what has been described as a VUCA world (full of volatility, uncertainty, complexity and ambiguity), any competitive advantage earned is increasingly short-lived. This makes innovation both more important than ever, but also more difficult. As Sussland rightly points out innovation capabilities are a critical success factor in this context. Management systems and structures need to change to achieve agility and innovation capability needs to be embedded at all levels, and across all functions, so that everyone can play their part in both driving and implementing innovation and change. This book offers a practical perspective on ways to increase the chances of successful innovation and change initiatives; a way to boost your return on innovation.

Paul Barnett, Founder and CEO, Strategic Management Forum

　　在当今这个被描述为VUCA（充满波动性、不确定性、复杂性和模糊性）的世界，所获得的任何竞争优势越来越短暂，这使得创新比以往更加重要，也更加困难。正如苏斯兰德指出的那样，在这种情况下，创新能力是一个关键的成功因素。管理系统和结构需要改变，以便将所需要的灵活性和创新能力嵌入到各个层级和所有职能之中，让每个人都能在推动和实现创新和变革中发挥自己的作用。本书从务实的角度出发，提出了改变管理者创新积极性和增进成功几率的方法，也可以说是提高创新回报的方法。

　　－保罗•巴奈特

　　　战略管理论坛创始人兼首席执行官 

 
    威利·苏斯兰德简介

威利·苏斯兰德，博士，管理顾问，日内瓦大学、瑞士联邦理工学院（EPFL）全面质量管理和战略管理教授，并讲授工商管理课程和研究生课程，著作有《创新时代传统企业的转型法则》等6本书籍，旨在激励读者的创新和竞争意识，并撰写几十篇有着战略和创新的论文。作者拥有广泛的管理经验，他在欧洲和美国长期为公司高管提供管理咨询，并为西欧、东欧、中东和拉美国家的跨国公司管理市场开发计划。他能说5国语言。

《创新时代传统企业的转型法则》讲述了如何通过创新企业员工的思维、行为来创新管理，并提供了一套原创的思维导图。
　　Dr. Willy A. Sussland is the author or co-author of over a half a dozen business-books, which are designed to stimulate the creativeness and the competences of the readers. To that effect, “The Innovative Enterprise” presents a set of original mind-maps on how to innovate the management by innovating the thinking, the behaviors, and the actions of the life-forces of the organization.
        The author has acquired a broad management experience consulting with the senior management of private and of public enterprises in Europe and in the USA, lecturing post-graduate MBAs at prominent universities, and managing the market development program of multi-national corporations in Western and Eastern Europe, in the Middle East, and in Latin America. He speaks five languages. 

 

作者在Twitter上的推介 

Today, enterprises must excel in creating superior value by taking full advantage of resources, of technologies, of connectivity, and of worldwide opportunities. So, they innovate products, processes, partners, and - last but not least – their business-model. Yet, most of their efforts are narrowly focused externally, i.e. on customers, while internally their management system, tightly trapped in traditional concepts, impedes the acceleration of their innovation-capabilities. Thusly, to achieve a quantum jump in competitiveness, the leadership has to innovate the management in order to optimize all their innovation efforts.

当今世界，企业必须长袖善舞，充分利用资源、技术、联系和世界范围内的机会创造卓越的价值。因此，他们要创新产品、流程、合作伙伴和商业模型。然而，他们的大多数努力仅仅局限在外部，即关注顾客，而在内部，他们的管理体系却深陷传统管理理念之中，从而阻碍了他们创新能力的提升。因此，如果想要让竞争力大幅跃升，企业领导者必须创新管理，以便使其在创新上付出的所有努力发挥出最大的效益。

 

Organizations do not innovate, people do! Innovation is made by people, with people, for people. Thus, in order to transform a traditional organization in an innovative enterprise, we may have to innovate the way people think, the way they behave, and the way they act.

To that effect, the program of management innovation that I advocate combines the systemic & strategic approaches to help people think through the complexities of the ecosystem; the stimulating & synergistic approaches to drive collaborative behaviors and collective creativity; the systematic & swift approaches to lead alert and agile actions.

企业不会创新，能够创新的是人！创新是人为的，是人与人共同完成的，也是为了人的。因此，为了实现传统企业向创新型企业转型，我们必须创新人的思维方式、行为方式和做事的方式。

为此，我所提倡的管理创新计划包含了体系性和战略性的方法，它可以帮助人们彻底想清楚生态系统的复杂性；包含了激励与协同的方法，它可以推动协同行为和集体创造力；还包含了系统性与迅速的方法，它可以引导人们做出警觉而灵活的行动。

 

I present a platform of original mind-maps and models in my "The Innovative Enterprise - how to transform a traditional organization in an innovative enterprise".

There are 4 main readerships for my book: (a) Chinese professors and their MBAs (b) Chinese managers and Chinese business leaders (c) Chinese government officials (d) management training centers.

在《创新时代传统企业的转型法则》一书中，我介绍了自己原创的思维导图和双环模型，阐释了如何将传统企业转型为创新型企业。

建议读者：

1. 中国教授及其MBA学生

2. 中国经理人和企业领导者

3. 中国的政府官员

4. 管理培训中心

 

 

目录

 

第一部分　创新管理

 

第一章　创新能力的5个层次

1. 创新是成功的基本因素

2. 推动创新计划的各类人才

3. 创新能力的5个层次

 

第二章　管理哲学

1. 传统的管理

2. 全面质量管理

3. 管理创新的协作模式

4. 开放式管理平台

5. 开放式管理平台的3种策略

 

第三章　创新管理

1. 创新管理的缺点

2. 成立一家创新型企业

 

第二部分　管理创新

 

第四章　企业的战略资源和主要合作者

1. 开放式管理平台的构成

2. 企业的战略资源

3. 主要的外部合作伙伴

4. 公司资本

5. 组织设计

 

第五章　人才资本

1. 人才资本

2. 人才之争

3. 一眼就能识别出人才

4. 人才资本和自我管理团队

5. 人力资源部

6. 人力资源管理

7. 人力资源部经理

8. 人才资本的创新

 

第六章　产品资本、顾客资本、生命周期和时间周期

1. 产品资本

2. 顾客资本

3. 生命周期和时间周期

 

第七章　双环模型和主要管理实践

1. 传统的战略规划

2. 方针管理

3. 协作战略规划

4. 双环模型

5. 双环模型外环的指导流程

6. 4项业务流程和双环模型

7. 双环模型和开放式管理平台

 

第八章　组织配置和总资产收益

1. 角色、责任和资源

2. 考核

3. 绩效评估

4. 企业价值和总资产收益

5. 奖励

 

第三部分　建立和经营创新型企业

 

第九章　建立和经营灵活而创新的企业

1. 原则、范例和实践

2. 创新计划

 

第十章　指导思想

创新型企业的原则

传统企业向创新型企业的转型计划

 

附录一：开放式管理平台的思维导图

附录二：参考书目

 

A NOTE TO THE READERS

致读者

 

French writer Marcel Proust submitted that discovery requires seeing with new eyes. So, I have tried to look with new eyes at the management of innovation and at the innovation of the management.

法国作家马塞尔·普鲁斯特（Marcel Proust）认为需要从新的视角观察才会有所发现。因此，我设法用新的视角观察创新管理和管理创新。

 

Peter Drucker said “I learn only by listening to myself”. Well, I did a lot of listening to myself, but I also used the insights of others. However, the Open Management Platform, the management-system that I propose, is the result of my nursing ideas in my head. I use the conventional plural in the following chapters, but I take responsibility in the singular.

彼得·德鲁克说过：“我只从倾听自己中学习。”没错，我确实听了自己讲的很多话，但我也会借鉴其他人的深刻见解。不过，我提出了一个管理系统，即开放式管理平台（Open Management Platform），它却是我用自己的头脑思考出来的。在以下的章节里，我会经常用“我们”来讲述，但其实承担责任的应该是“我”。

 

There is no index. The text has obviously not undergone professional editing, and we ask for literary indulgence. The reader will find that I fixate the subjects that I consider of particular interest, and where I believe that I have something original to contribute.

I do not take responsibility for the accuracy of the citations that I found in the literature, and to which I have added quite a few of my own. I do not present case histories.

本书没有索引，显然它没有经过专业的编辑之手，我们需要的是纵情于文字。读者会发现我关注的是引起我特别兴趣的一些话题，而且我认为自己可以贡献一些原创的东西。

我不保证所有的引用都是准确的，它们是我在文献中发现的，但我添加了些许自己的想法。我认为这不是在为大家呈现历史档案。

 

Margarite Durasne submitted that the author should leave plenty of room for the reader to contribute his/her thinking. Thusly, I have kept the text concise, so less reading time and more thinking time. Dr. W. E. Deming submitted, “An effective action is well grounded in theory.” So, I hope that the mental constructs that I present will ignite the readers' creative thinking, which they will be to convert in effective actions.

玛格丽特·迪拉内（Margarite Durasne）主张作者应当给读者留下较大的思考空间。因此，我在论述上做到了简洁，以便让读者用较少的时间阅读，而有更多的时间用来思考。威廉·爱德华兹·戴明博士（W. E. Deming）认为“有效的行动是切实建立在理论基础上的”。因此，希望我所描述的心智构建会点燃读者的创造性思维，而这种思维将会转化成有效的行动。

 

We sincerely hope that our mind-maps and methods will inspire innovative thoughts, and that the readers will share with all of us their comments and their insight on the management of innovation and on the innovation of the management on my web site: www.willysussland.com

我们衷心希望本书的思维导图和方法能启发人们产生创新思维，并且希望读者们能登陆我的网站www.willysussland.com，与我们分享你对创新管理和管理创新的评论和深刻见解。

 

封底书评

 

 

Firstly, we help the leadership to evaluate their management and their corporate culture by showing how they affect the 5 levels of innovation-capabilities.

首先，通过表明领导者如何影响5个层次的创新能力，我们帮助他们评价自己的管理和企业文化。

 

Secondly, to innovate the way the organization innovates and performs, the leadership may have to innovate the way people think, behave, and act. To this effect, the advocated innovative management-system works as follows.

其次，为了创新组织创新和实现业绩的方式，领导者必须创新人们的思维方式、行为方式和做事的方式。为达此目的，所提倡的创新管理体系应发挥以下作用：

 

# To innovate the way people think, we focus the attention of the life-forces of the organization on creating value in the business with and for the stakeholders. Business-value is created on the enterprise’s tangible and intangible resources.

# To innovate the way people behave, we present an original organizational design that cultivates the collaborative management of teams to network project-by–project.

# To innovate the way people act, we present the Model of the Two Rings, which integrates the 3 principal management-practices, i.e. the strategic deployment, the organizational deployment, and an original performance evaluation system, which applies a balanced approach to the tangible and intangible resources.

# 为了革新人们的思维方式，我们关注的焦点是与利益相关者一起并为他们创造企业价值的全体员工。企业价值是基于企业的有形资产和无形资产而创造的。

# 为了革新人们的行为方式，我们介绍一个原创组织设计，这个设计可以通过逐个计划征求意见来培育团队的协作管理。

# 为了革新人们的做事方式，我们介绍了双环模型，它整合了3项重要的管理实践，比如战略配置、组织配置和独创的绩效考核体系，这个绩效考核体系应用了一个兼顾有形资产和无形资产的策略。

 

Thirdly, we present the 5 steps of the program of management innovation. Driven by the Model of the Two Rings, it builds on the commitment, cooperation, and collective creativity of the life-forces of the organization. The collaborative implementation of becomes .

第三，我们介绍了管理创新计划的5个阶段。它建立在企业员工的承诺、合作和集体创造力基础之上，并受到双环模型的驱使。创新型企业的协作实现变成了“我们的做事方式”。

 

Dr. Willy A. Sussland advises senior management on strategic and organizational effectiveness and innovation. His experience includes line-management positions with multinational corporations focused on market development, and management consulting with global companies before setting up on his own.

威利·苏斯兰德在战略和组织有效性以及创新方面对企业高管提供咨询。他拥有跨国公司专注市场开发的线性管理经验，以及对跨国公司的管理进行咨询的经验。

 

He lectured MBA post-graduates at the Swiss Federal Institute of Technology Lausanne, Lausanne Switz., and at the University of Geneva, Geneva Switz. Dr. Sussland is the author or co-author of six business books. He publishes papers on strategy and on innovation.

You can follow the work of Dr. Sussland on his site www.willysussland.com

他在瑞士洛桑的联邦理工学院和日内瓦大学讲授工商管理硕士课程。苏斯兰德博士创作或合著了6本商业书籍，并发表了多篇有关战略和创新的论文。

读者可以在威利·苏斯兰德的网站www.willysussland.com了解其作品。